Big data analytics capability in healthcare operations and supply chain management: the role of green process innovation

Green approaches remain little disseminated in the healthcare sector despite growing interest in recent years from practitioners and researchers. Big Data Analytics Capability (BDAC) can play a critical role in the integration of environmental concerns into operations and supply chain management (OSCM) and further strengthen the environmental performance of healthcare facilities. According to the literature, the integration of the environment into operations process remains insufficient to achieve high levels of performance and requires efforts in green process innovation. However, this relationship between BDAC and green process innovation remains poorly justified empirically. To address this theoretical gap, we investigated the relationship between BDAC, environmental process integration, green process innovation in OSCM and environmental performance. The main contribution of this study is the valuable knowledge on how BDAC influences environmental process integration and green process innovation to enhance environmental performance. Moreover, the study highlights the mediating role of green process innovation on environmental performance, a finding that has not been mentioned in the extant literature. The paper provides valuable insight for managers and stakeholders that can assist them in supporting the application of BDAC in healthcare OSCM to create sustainable value.

IT-business alignment, big data analytics capability, and strategic decision-making: Moderating roles of event criticality and disruption of COVID-19

Prior research has confirmed the importance of IT-business alignment (ITBA) and big data analytics capability (BDAC) in supporting firms' strategic decision-making under normal circumstances. However, the global outbreak of COVID-19 has significantly changed firms' strategic decision-making landscapes and raised questions regarding the effects of ITBA and BDAC on strategic decision-making as conditioned by COVID-19 characteristics. In this study, we contextualize two important event impact factors (i.e., event criticality and event disruption) in the context of COVID-19 and examine their contingent roles in the effects of ITBA and BDAC on strategic decision-making. Our analyses, based on two-round, multi-respondents matched survey data collected from 175 Chinese firms to elucidate the differential moderating roles of event criticality and disruption of COVID-19 in the impact of ITBA and BDAC on strategic decision speed and quality. The results indicate the event criticality of COVID-19 strengthens the effects of ITBA on decision speed and quality but weakens the influence of BDAC on decision quality. Meanwhile, the event disruption of COVID-19 weakens the influence of ITBA on decision speed and quality but strengthens the effect of BDAC on decision speed and quality. These findings have important theoretical and practical implications, which we discuss in the conclusion.

The Source of SMEs' Competitive Performance in COVID-19: Matching Big Data Analytics Capability to Business Models

Literature notes that firms are keen to develop big data analytics capability (BDAC, e.g. big data analytics (BDA) management and technology capability) to improve their competitive performance (e.g. financial performance and growth performance). Unfortunately, the extant literature has limited understanding of the mechanisms by which firms' BDAC affects their competitive performance, especially in the context of small and medium-sized enterprises (SMEs). Using resource capability as the theoretical lens, this paper specifically examines how BDAC influences SMEs' competitive performance via the mediating role of business models (BMs). Also, this study explores the moderating effect of COVID-19 on the relationship between BDAC and BMs. Supported by Partial Least Squares-Structural Equation Modelling (PLS-SEM) and data from 242 SMEs in China, this study finds the mediating roles of infrastructure and value attributes of BMs in enhancing the relationship of BDAC on competitive performance. Furthermore, the improvement of financial performance comes from the matching of BDA management capability with infrastructure attributes of BMs, while the improvements in growth come from the matching of BDA management capability and BDA technology capability with value attributes of BMs. The result also confirms the positive moderating effects of COVID-19 on the relationship of BDA management capability and value attributes of BMs. This study enriches the integration of BDAC and BMs literature by showing that the match between BDAC and BMs is vital to achieve competitive performance, and it is helpful for managers to adopt an informed BDA strategy to promote widespread use of BDAs and BMs.

The role of alliance management, big data analytics and information visibility on new-product development capability

Many organizations are increasingly investing in building dynamic capabilities to gain competitive advantage. New products play an important role in gaining competitive advantage and can significantly boost organizational performance. Although new product development (NPD) is widely recognized as a potentially vital source of competitive advantage, organizations face challenges in terms of developing the right antecedents or capabilities to influence NPD performance. Our research suggests that organizations should invest in building alliance management capability (AMC), big data analytics capability (BDAC) and information visibility (IV) to achieve their desired NPD success. Informed by the dynamic capabilities view of the firm (DCV) we have stated seven research hypotheses. We further tested our hypotheses using 219 usable respondents gathered using a pre-tested instrument. The hypotheses were tested using variance based structural equation modelling (PLS-SEM). The results of our study paint an interesting picture. Our study makes some significant contribution to the DCV and offers some useful directions to practitioners engaged in NPD in the big data analytics era. We demonstrate that AMC and BDAC are lower-order dynamic capabilities and that AMC has a positive and significant influence on BDAC. In turn, AMC and BDAC influence NPD under the moderating influence of IV. Ours is one of the first studies to empirically establish an association among three distinct dynamic capabilities which are often considered in isolation: AMC, BDAC and NPD. Our findings support emergent views on dynamic capabilities and their classification into various orders. Lastly, we provide empirical evidence that information visibility acts as a contingent variable to both AMC and BDAC effects on NPD. We end our paper by outlining some limitations of our study and by offering useful future research directions.